The U.S. Postal Service needs effective and productive operations to fulfill its mission of providing prompt, reliable, and affordable mail service to the American public. It has a vast transportation network that moves mail and equipment among approximately 308 processing facilities and 31,100 post offices, stations, and branches. The Postal Service is transforming its processing and logistics networks to become more scalable, reliable, visible, efficient, automated, and digitally integrated. This includes modernizing operating plans and aligning the workforce to meet marketplace needs; leveraging emerging technologies to provide world-class visibility and tracking of mail and packages in near real time; and optimizing the surface and air transportation network. The U.S. Postal Service Office of Inspector General (OIG) reviews the efficiency of mail processing operations at facilities across the country and provides management with timely feedback to further the Postal Service’s mission.
Open Recommendations
| Recommendation Number | Significant Recommendation | Recommended Questioned Costs | Recommended Funds for Better Use | Additional Details | |
|---|---|---|---|---|---|
| 1 | Yes | $0 | $0 | ||
| Implement a plan for supervisors to hold employees accountable for their attendance at the Royal Palm Processing and Distribution Center. | |||||
| 10 | Yes | $0 | $0 | ||
| Conduct a baseline scanner inventory that includes properly numbering scanners in the Ethos system; establish a process for checking scanners in and out; and conduct a monthly audit of scanners at the Royal Palm Processing and Distribution Center. | |||||
| 11 | Yes | $0 | $0 | ||
| Verify management at the Royal Palm Processing and Distribution Center monitors and enforces the use of wheel chocks on trucks and trailers. | |||||
| 2 | Yes | $0 | $0 | ||
| Analyze and realign staffing to consistently meet clearance times at the Royal Palm Processing and Distribution Center. | |||||
| 3 | Yes | $0 | $0 | ||
| Implement a plan to train supervisors and craft employees on proper mailflow procedures in processing operations at the Royal Palm Processing and Distribution Center. | |||||
| 4 | Yes | $0 | $0 | ||
| Analyze and adjust transportation schedules to get collection mail to the Royal Palm Processing and Distribution Center by the critical entry time. | |||||
| 5 | Yes | $0 | $0 | ||
| Train supervisors and craft employees on proper machine procedures for handling rejected packages at the Royal Palm Processing and Distribution Center. | |||||
| 6 | Yes | $0 | $0 | ||
| Implement a process to improve communication with logistics when processing delays affect the timely transporting of mail to the dock area for dispatch at the Royal Palm Processing and Distribution Center. | |||||
| 7 | Yes | $0 | $0 | ||
| Implement a plan to improve communication between the Miami and Royal Palm Processing and Distribution Centers regarding unscheduled driver absences. | |||||
| 8 | Yes | $0 | $0 | ||
| Coordinate with the Florida Division Director, Logistics, to implement a plan to verify that close and unload scanning is completed in accordance with policy at the Royal Plam Processing and Distribution Center. | |||||
| 9 | Yes | $0 | $0 | ||
| Take measurable actions to retrieve all lost scanners at the Royal Palm Processing and Distribution Center. | |||||
